Happiness, Value, and Organizational Toughness: Three Concepts in Search of a Theory

Abstract

Happiness—life satisfaction, subjective well-being, or welfare—is generally considered the ultimate goal of life. Research shows that happiness correlates positively with various resources, desirable characteristics, and favorable life circumstances. Happiness can influence productivity, emotions, health, self-esteem, social skills, creativity, hope, or integrity. As such, happiness seems to affect how individuals may go about their personal and professional lives. As complex social systems rely on competencies, attitudes, and behaviors to fulfill their goals, happiness affects organizations and vice versa in different ways. Resilience, flexibility, plasticity, and eventually organizational toughness can all be seen as emerging coping properties of complex adaptive systems needed to continue meeting their objectives, despite uncertainty and adversity in turbulent periods. These properties are valuable because they account for enhancing the viability and sustainability of individuals and organizations. However, the conceptual mechanisms through which happiness at work connects to value creation and organizational toughness are in short supply. In this chapter, we provide a conceptual model for addressing this complex relationship.